The legacy system had plagued all aspects of the company, from management, to ordering, stock control and dispatch, and caused stressed staff to create separate systems in their departments, limiting interoperability and efficiency.

Waeco national logistics manager James Stuart said problems in the system's warehousing module meant critical operations like stocktaking, stock control and communication had to be done manually.

"We were unable to create bin locations or look at a stocktaking module in the software," Stuart said. "It was all done manually to compensate for having a poor system in place; when staff entered an order they would take the printed order to the old system, type in the docket, and twice a day an employee would take invoice dockets to the warehouse where staff pick, pack and dispatch the stock."

By involving staff from all departments, Stuart said requirements, procedures and expectations for the new ERP system was made clear.

"Involving staff from each part of the business helped map out procedures that were specific to their own operational area," he said.